them what’s really going on. We need to find the right
questions to ask to find out exactly what is going on in
a company. In today’s world of geographically diverse,
multi-service line businesses it is virtually impossible for the leader of that business to have a perfect
overview of exactly what is happening at all times. It
needs a dynamic structure within the organization for
bad news to travel north quickly enough to make a difference. It is very easy for the voice of the employee
to get lost in that situation
and I see it as an essential
part of my role, and that of
my team, to make sure that
voice is heard.
Working at the coalface
is a much-overused expression. In the past, however, we have done exactly that. While working
with British Coal, I have
literally stood at the coal
face with the miners to understand their world and
how they view their role. Only then was I able to take
that insight up to the mine entrance and from there
to the Boardroom. This experience stood me in good
stead. Only by standing in the shoes of the employees within an organisation can you ever hope to understand them. It takes courage for a Board to send
consultants deep within their businesses and it is up
to us to make the most of this access to represent each
INTEGRITY, HONESTY AND CLARITY—
BEING A RESPONSIBLE LEADER
I know my clients have put their faith in me and
being presented with an award as a Global Leader in
Consulting has made me refocus on the responsibility
I have both as a leader of my own business and as an
adviser to others.
As well as having empathy for our clients, I be-
lieve that being a good leader is about demonstrating
integrity, honesty and clarity within Egremont Group.
It would be hypocritical if we spent our time creat-
ing best practice within our clients’ organizations but
failed to deliver the same environment and values
within Egremont HQ. Just as I need to instill the quali-
ties of sensitivity and care in my consultants and cli-
ents, so I need to demonstrate them as a leader.
Delivering exceptional work comes down to hav-
ing a deep rooted and genuine curiosity about where
an organisation is going.
The desire to help those
organisations adapt and
in these changing times
will always be what
drives me forward. It is
about striving to release
the latent talent within a
company, whether that is
internally or in our cli-
ents’ businesses; reach-
ing out to all levels of
employee to hear their
stories about how an or-
ganisation functions and pulling together as a team to
create a better way of working.
This combination of curiosity, care and courage
is what unites, motivates and drives our own company. For that reason, I’m happy to accept the Global
Leader In Consulting Award on behalf of the whole
Egremont Group team.
Sean Connolly is the founding partner of Egremont Group, a fast
growing, award winning management consultancy specializing
in business transformation, with offices in London and Chicago.
Sean drives the innovation and thinking behind the unique
ways of working that help our clients achieve transformational
change. Because our clients are often leaders in their own sectors, this demands a blend of conceptual rigor, integrated thinking and the ability to connect at all levels quickly to make things
happen fast, ensure they stick and are sustainable. Working
across Europe and the USA, Sean has been instrumental in
transforming business for a wide range of clients, including
Walgreens, Snapfish, Severn Trent Water, Boots and Galenica.
WE NEED TO TELL LEADERS
HOW IT REALLY IS, BUT WE CAN
ONLY DO THAT IF WE HAVE THE
TRUST OF OUR CLIENTS. ONLY
THEN CAN WE REALLY HOLD UP
A MIRROR TO AN ORGANIZATION
AND SHOW THEM WHAT’S
REALLY GOING ON.